A clear understanding of the organisation’s portfolio of processes and which one(s) of them are considered core based on a range of criteria such as risk and cost, lies at the heart of any high-performing organization.
At the Productivity Lab, Business Process Management (BPM) starts with the development of, or review of an existing Business Process Classifier (BPC). The BPC is the matrix of processes performed by an organization, including pertinent information for each process such as process owner, one or more process flowcharts, and the necessary Process Performance Indicator(s) (PPI) and Key Performance Indicator(s) (KPI), if relevant. A robust methodology for identifying core processes should accompany the BPC.
Once the core process(es) has been identified and performance target(s) set, the selected core process(es) is mapped, and pain point(s) and mitigating solution(s) are identified.
The mitigating solutions are then piloted, implemented, embedded and anchored, along with the required governance. The use of IT (existing and potential new solutions) form a significant part of a BPM exercise.
BPM can form a standalone project (in some cases, only one process is in the scope of a project) and is often combined with Management Control Systems and Structured Problem Solving into an Area Development project.
Read more about our approach to BPM here.
